Podcast episode
Why Most Sales Reps Fail As Managers (Mark & Armand)
30 Minutes to President's Club31 Oct 202437 min
Description
Mark & Armand link up live and in person to discuss the when, how, and who of promoting sales reps to sales managers ACTIONABLE TAKEAWAYS: Efficacy in Sales Management: A sales manager’s primary job is to ensure team efficacy while fostering a supportive environment. Effective managers don’t just oversee but actively build up their teams. Conscious Competence: It’s crucial for managers to understand the "why" behind their actions. Recognizing the reasons behind effective strategies allows managers to drive consistent, purposeful change. “Taste Test” Before Promotion: Before fully promoting someone to a managerial role, conduct a "taste test" over a quarter to assess fit. Evaluate if they enjoy the role, excel at it, and if their team gravitates toward them as a leader. Avoid Common Frictions: Avoiding favoritism, limiting who can apply, or promoting based on performance alone (i.e., “super reps”) can lead to friction. Open opportunities for all and emphasize leadership skills over individual sales metrics. RESOURCES DISCUSSED: Join our weekly newsletter Things you can steal 30MPC Training: 30mpc.com/training
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and at every step of that life cycle the manager has a job. So the first thing that you do is you hire a rep and so you need to be good at hiring. The second thing you do is you usually onboard and train a rep and so you need to be involved in their training and be able to ramp reps. “you need to be able to coach them.” You need to be able to jump on calls, watch calls, do pipeline reviews, things like that. Once they're actually going out in the field, they're closing deals, you need to be able to help with things like forecasting and process. So there's a degree of rigor around, again, pipeline reviews, managing the forecast, and managing the calls across multiple reps.
help with things like forecasting and process. So there's a degree of rigor around, again, pipeline reviews, managing the forecast, and managing the calls across multiple reps. And then the final thing is eventually these reps are going to be promoted or you might have to have harder career conversations with them. The last thing is you're a coach when it comes “to their professional development.” manager or if you want to become a manager, you can sort of think about yourself in those different buckets of would you be able to train a rep today? Would you be able to dig in on someone else's forecast or do you only know how to do this stuff for yourself? And so my question for you, Mark, is when you think about some of the jobs that you've described,
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